Show caption‘If somebody does not consistently parrot the president’s proclamations with adequate intensity, they are fired, or it is leaked that their firing could be imminent at any time.’ Photograph: Yuri Gripas/EPA

Last September, I met the vice-president for risk for a Fortune 100 company in Washington DC. I asked the executive – who previously had a long career as an intelligence analyst – the question you would ask any risk officer: “What are you most worried about?” Without pausing, this person replied, “A highly contagious virus that begins somewhere in China and spreads rapidly.” This vice-president, whose company has offices throughout east Asia, explained the preventive mitigating steps the company had subsequently adopted to counter this potential threat.

Since the novel coronavirus has swept the world, I have often thought about this person’s prescient risk calculus. Most leaders lack the discipline to do routine risk-based horizon scanning, and fewer still develop the requisite contingency plans. Even rarer is the leader who has the foresight to correctly identify the top threat far enough in advance to develop and implement those plans.

Suffice it to say, the Trump administration has cumulatively failed, both in taking seriously the specific, repeated intelligencecommunity warnings about a coronavirus outbreak and in vigorously pursuing the nationwide response initiatives commensurate with the predicted threat. The federal government alone has the resources and authorities to lead the relevant public and private stakeholders to confront the foreseeable harms posed by the virus. Unfortunately, Trump officials made a series of judgments (minimizing the hazards of Covid-19) and decisions (refusing to act with the urgency required) that have needlessly made Americans far less safe.

In short, the Trump administration forced a catastrophic strategic surprise onto the American people. But unlike past strategic surprises – Pearl Harbor, the Iranian revolution of 1979, or especially 9/11 – the current one was brought about by unprecedented indifference, even willful negligence. Whereas, for example, the 9/11 Commission Report assigned blame for the al-Qaida attacks on the administrations of presidents Ronald Reagan through George W Bush, the unfolding coronavirus crisis is overwhelmingly the sole responsibility of the current White House.

Chapter 8 of the 9/11 Commission Report was titled, The System Was Blinking Red. The quote came from the former CIA director George Tenet, who was characterizing the summer of 2001, when the intelligence community’s multiple reporting streams indicated an imminent aviation terrorist attack inside the United States. Despite the warnings and frenzied efforts of some counter-terrorism officials, the 9/11 Commission determined “We see little evidence that the progress of the plot was disturbed by any government action … Time ran out.”

Last week, the Washington Post reported on the steady drumbeat of coronavirus warnings that the intelligence community presented to the White House in January and February. These alerts made little impact upon senior administration officials, who were undoubtedly influenced by President Donald Trump’s constant derision of the virus, which he began on 22 January: “We have it totally under control. It’s one person coming in from China, and we have it under control. It’s going to be just fine.”

By now, there are three painfully obvious observations about Trump’s leadership style that explain the worsening coronavirus pandemic that Americans now face. First, there is the fact that once he believes absolutely anything – no matter how poorly thought-out, ill-informed or inaccurate – he remains completely anchored to that initial impression or judgment. Leaders are unusually hubristic and overconfident; for many, the fact that they have risen to elevated levels of power is evidence of their inherent wisdom. But truly wise leaders authentically solicit feedback and criticism, are actively open thinkers, and are capable of changing their minds. By all accounts, Trump lacks these enabling competencies.

Second, Trump’s judgments are highly transmissible, infecting the thinking and behavior of nearly every official or adviser who comes in contact with the initial carrier. Unsurprisingly, the president surrounds himself with people who look, think and act like he does. Yet, his inaccurate or disreputable comments also have the remarkable ability to become recycled by formerly honorable military, intelligence and business leaders. And if somebody does not consistently parrot the president’s proclamations with adequate intensity, they are fired, or it is leaked that their firing could be imminent at any time – most notably the recent report of the president’s impatience with the indispensable Anthony Fauci, the director of the National Institute of Allergy and Infectious Diseases.

An initial incorrect assumption or statement by Trump cascades into day-to-day policy implementation

And, third, the poor judgments soon contaminate all the policymaking arms of the federal government with almost no resistance or even reasonable questioning. Usually, federal agencies are led by those officials whom the White House believes are best able to implement policy. These officials have usually enjoyed some degree of autonomy; not under Trump. Even historically non-partisan national security or intelligence leadership positions have been filled by people who are ideologically aligned with the White House, rather than endowed with the experience or expertise needed to push back or account for the concerns raised by career non-political employees.

The same Post report featured the following stunning passage from an anonymous US official: “Donald Trump may not have been expecting this, but a lot of other people in the government were – they just couldn’t get him to do anything about it. The system was blinking red.” That latter passage is an obvious reference to that aforementioned central finding of the 9/11 Commission Report.

Given that Trump concluded early on that the coronavirus simply could not present a threat to the United States, perhaps there is nothing that the intelligence community, medical experts employing epidemiological models, or public health officials could have told the White House that would have made any difference. Former national security adviser Henry Kissinger is reputed to have said after an intelligence community warning went unrecognized, “You warned me, but you didn’t convince me.” Yet, a presidential brain trust wholly closed off to contrarian, though accurate, viewpoints is incapable of being convinced.

The White House detachment and nonchalance during the early stages of the coronavirus outbreak will be among the most costly decisions of any modern presidency. These officials were presented with a clear progression of warnings and crucial decision points far enough in advance that the country could have been far better prepared. But the way that they squandered the gifts of foresight and time should never be forgotten, nor should the reason they were squandered: Trump was initially wrong, so his inner circle promoted that wrongness rhetorically and with inadequate policies for far too long, and even today. Americans will now pay the price for decades.

Micah Zenko is the co-author of Clear and Present Safety: The World Has Never Been Better and Why That Matters to Americans